| An out-of-work marketing executive in Minnesota | | | | The contacts we have with job applicants represent a |
| recently made an emotional -- and somewhat | | | | golden opportunity to sell our organizations. Just |
| threatening -- plea for HR departments to show more | | | | because they have applied for a job doesn't mean |
| humanity towards job-hunters. | | | | they really understand your company, its mission, goals, |
| In "How About a Humane Human Resources?" author | | | | or its contributions to the community and other |
| Pat Dawson reminds us that job applicants are | | | | stakeholders. Through the use of links to appropriate |
| frequently our customers and prospects as well job | | | | sections of your corporate web site or a small but |
| hunters. | | | | well-designed brochure, you can educate applicants, |
| You know the 15 million of us out there interviewing, | | | | create goodwill and -- yes -- possibly win a new |
| applying online, waiting for that next great opportunity? | | | | customer. |
| Well, we're also your customers. We're still buying | | | | 3. Get the right people to be the 'face" of human |
| cable and cereal and insurance and wireless and | | | | resources. While we need HR staff with good |
| shoes and most of the stuff we've always bought -- | | | | technical, compliance, and number-crunching skills, those |
| albeit a little less often and only after checking prices | | | | who interact directly with job applicants should be |
| at 19 locations. | | | | chosen with the same care we choose our customer |
| Marketers have spent the last two decades obsessing | | | | service staff. If necessary, consider customer service |
| over branding and brand-building. It therefore seems | | | | training for your employment team. |
| odd how little attention we have given to the impact of | | | | 4. Get personal. Even with tons of resumes and staff |
| the HR department on brand reputation, especially | | | | cutbacks it is still possible -- and essential from a |
| when it comes to employee recruitment. | | | | branding standpoint -- to treat each applicant as if he |
| On the plus side, we've gotten used to the idea of | | | | or she were a potential customer. Resumes must be |
| thinking of current employees as customers. Many | | | | responded to on a timely basis-- and not with a form |
| organizations use internal marketing practices to win | | | | letter but with a personal message. Job updates also |
| employee support for the corporate mission and | | | | must be timely and should be personalized. |
| objectives. | | | | Through the use of simple automation software, it is |
| But what about the much larger group of people who | | | | possible to do this efficiently and quickly. Just as we |
| wanted to be part of your team but didn't make the | | | | expect our regular customer support staff to do more |
| cut? What are they thinking about your company once | | | | with less -- and maintain high brand contact standards |
| they've been cut loose? Do they see your company -- | | | | -- we should expect the same from HR. |
| through the prism of HR -- as a great organization that | | | | 5. Get audited. Get an outside pair of eyes to review |
| treats people -- customers, employees, job applicants | | | | your employment communications with the goal of |
| -- as real people? Do they still want to do business | | | | making it professional, legally compliant, and customer |
| with you? What will they say about your company if | | | | friendly. An outside perspective can reveal areas |
| your name comes up with neighbors, friends, or future | | | | where the language can be softened and made |
| co-workers at some other organization? | | | | friendlier. If an applicant needs to be turned down -- |
| Let's be candid: when we are flooded with job | | | | and most will -- the goal is to leave them wishing they |
| applications, many from people who are clearly not | | | | could still be part of your company, not thankful that |
| qualified and perhaps are applying only to keep their | | | | they aren't. |
| unemployment insurance, it's easy to think of applicants | | | | 6. Get help. We all have our strengths and |
| in impersonal terms. However, as many marketers | | | | weaknesses. Personally, I am not great at interviewing |
| have learned, it's not how we define the customer | | | | job applicants, but I can write a fantastic letter letting |
| experience, but how the customer defines it. For | | | | applicants know the status of their application, or even |
| applicants who have been turned down and feel they | | | | smoothing the delivery of bad news, i.e. "you did not |
| have been treated impersonally and carelessly, it | | | | get the job." If you don't have the time or are a little |
| doesn't matter to them how short-staffed you are. | | | | challenged in this area, hire someone to do it for you. |
| The bottom line is that they feel resentful and are likely | | | | There are plenty of us out there willing and able to |
| to find some way to take it out on your organization. | | | | help. It won't break your budget either, but it will go a |
| Here are some ideas that HR executives can use to | | | | long way towards winning new customers and |
| make those feelings the exception and not the rule. | | | | advocates for your brand. |
| 1. Establish HR branding and customer service | | | | Check with your marketing and public relations |
| standards. Meet with your recruitment and hiring staff | | | | departments. Let them know that you want to support |
| and develop behavioral standards for communicating | | | | the organization's branding efforts. Ask if someone |
| and interacting with job applicants. Make sure that your | | | | can review your communications -- not from a |
| standards compliment the broader organizational | | | | compliance standpoint -- but from a branding and |
| branding objectives and standards. Communicate the | | | | customer relations perspective. Most marketers would |
| standards to your staff and evaluate their | | | | be delighted to help. |
| performance during semi-annual and annual reviews. | | | | While there will always be hurt feelings and |
| 2. Think like a marketer. As David Packard once said, | | | | resentment from applicants who are turned down, |
| "Marketing is too important to be left to the marketing | | | | treating applicants like potential customers and |
| department." Put another way, everyone is in | | | | establishing HR branding standards will go along way |
| marketing and that includes the Human Resources | | | | towards making Human Resources part of the |
| department. | | | | branding solution, and not a problem. |